Archive - People, HR RSS Feed

Can “Green HR” help to save the planet?

February 7, 2012 in Environment, Ethics, People, HR with Comments Off

Human resources (HR) has a role to play in building greener businesses. Its closeness to people across departments makes it arguably the best-placed business function to introduce and enforce greener working practices and change environmentally unfriendly behaviours. And while its scope may be limited to managing the behaviours of people – as opposed to directing wider strategic or operational policies – HR has a significant opportunity to contribute to the green movement. If being green is not reason enough, the motivation to get involved might be driven by the fact that, increasingly, people want to work for greener businesses.

HR is already involved in the development, training, retraining and behavioural management of people, with the overall objective of improving business performance. It also has a role in defining organisational policies, such as flexible working rules or codes of conduct. With these competencies in mind, it is apparent that managing certain green policies from within HR could be advantageous. Where an individual’s choice of behaviour could impact the environment, HR could play a role in defining policy. For example, HR could define instances where face-to-face offsite meetings are necessary, or where video or web conferencing could be used as a greener alternative.

A survey conducted in the US, which analysed responses from 93 organisations from a range of different industries, identified some commonly practised green-friendly HR initiatives, including encouraging online/tele-conferencing to reduce travel, and promoting the reduction of paper use. The survey commented that “employee involvement in green programs dramatically increases when organizations appoint an individual to lead the efforts”. Don Sanford, managing director of Buck’s Communication, the company behind the survey, concluded that “there is still much more that organisations can do”.

To go further HR leaders could pursue green initiatives on a number of levels. For example, HR could work with IT departments to define policies on the correct use of computer power management systems, or promote the importance of turning off computers, printers and lights when leaving the office. More widely, building green responsibilities directly into job descriptions could provide a two-fold benefit; first ensuring green policies are explicitly part of an employee’s responsibilities, and second, providing routes for employee feedback on ideas which could help to improve environmental efficiencies. Employees who are familiar with their own job roles may be best-placed to identify green opportunities and proactively suggest improvements.

Increasingly, potential new recruits are likely to consider the green credentials of employers. If HR has a vested interest in a company’s environmental practices, it could position the business as a more attractive proposition to new talent. In this respect, being green could be strategically valuable to tomorrow’s HR.

It is clear that whilst HR cannot always take the lead in an organisation’s green approach, it could work with decision makers to define and disseminate information and instructions to its people, so that they can learn how to behave in more environmentally friendly ways. As well as contributing to an important corporate social responsibility, this positive action could make the company a more attractive employment proposition for new talent. If you work in HR, why not ask yourself what role you could play in helping to save the planet.

Organising your days

February 7, 2012 in People, HR, Personal Development with Comments Off

Winston Churchill woke early but worked from bed until late morning. He then rose for a brisk walk and a weak whisky and soda. By early evening he was ready for his siesta, a habit he claimed allowed him to fit one and a half days worth of work into every 24 hours. Charles Darwin, another early riser, worked for most of the morning in his study, but invariably considered 12 noon to be the end of his working day.

For some individuals there seems to be a link between routine and success. So, can a ritualistic approach to managing time help to get the most from your days?

You may think not. Some people are immediately sceptical about the regimented nature of routine, preferring a more flexible approach. But routines can be rigid or flexible, and making even the smallest changes to your days can help to increase productivity, satisfaction and success.

“It’s quite a personal matter”, says writer Simone de Beauvoir. There are no rules; one person’s routine could be entirely incompatible with the next person. For this reason it’s important to undertake some honest self-analysis.

When are you most productive, attentive or creative: mornings, afternoons or evenings? When do you best work alone, and when do you prefer the company of others? Do you attend to detail best with a fresh morning head, or in the evening when there’s fewer distractions? Asking such questions enables you to match specific tasks with specific time slots that suit your behaviours best. For example, if you’re most productive but most antisocial in the mornings, make your routine simple: mornings – personal tasks; afternoons – meetings and team working.

If you begin your days wondering how you’re going to get everything done, you need to think strategically about managing your time. This means prioritising key tasks and putting aside unimportant ones. So why not begin your daily routine by spending five minutes creating a plan for the day ahead? Ask what you can realistically achieve, and importantly, what you must do to make today feel productive and successful. Once you know what important tasks must be done, you can match them with the most suitable times slots, as discussed above.

Having an appreciation of when it’s best to do something allows you to better order the things you need to do, day by day. Beyond this simple framework your routine can be as rigid or flexible as you like. Some people choose to work to hour-long chunks that end on the beep of an alarm and are followed by minute-long ‘review and refocus’ sessions. For the less regimented, simply find a balance between chaos and order.

You may also want to think about how routine can help to manage both work and life. Could you integrate personal tasks into your routine? For instance, if you tend to work late why not break up the days with a walk to do some personal errands; exercise can reduce stress and improve productivity, and getting the chores done is a nice bonus.

However detailed your daily routine becomes is your choice; indeed you may waver towards the more flexible approach. But don’t let such freedom distract you from the point that, often, certain times of the day are better suited to certain tasks. If you can crack this code you can get the right things done at the best times, and as a result become more productive, satisfied and successful – and less stressed.

Plants make you feel and work better

February 7, 2012 in People, HR with Comments Off

The argument that plants can improve a person’s well being has until now been largely speculative. But mounting research reinforces the link between green offices and stress free, productive workers.

Washington State University conducted a study that found – after adding plants into a windowless workplace – participants to be more productive (12% quicker reactions during computer tasks) and less stressed with lower blood pressure readings.

A study of Norwegian workers by the Agricultural University of Norway linked health benefits to plants in offices. The study witnessed symptoms of fatigue falling by 30 per cent and headaches by 20 per cent after plants were introduced into the workplace.

Further research found evidence that plants can reduce the level of allergens in the air, decrease noise pollution, and create balanced humidity levels. Also, plants are thought to aid recovery from stress during break periods.

Top-down environmental management

February 7, 2012 in Environment, Ethics, Leadership, Management, People, HR with Comments Off

Many businesses have no impetus to go green because they continue to underestimate their impact on the environment. To become greener – and improve efficiencies – business leaders must open their eyes and manage environmental issues from the top down.

Businesses continue to underestimate their environmental impact

In 2007 we reported on a NetRegs SME-nvironment study, in which 85 per cent of the 4,000 small to medium sized businesses surveyed believed they did not undertake any environmentally harmful activities. When prompted with a list of harmful activities, 49 per cent agreed that they undertook at least one of them. The same study, undertook in 2009, found that 91 per cent of respondents believed they did not undertake harmful activities – but when prompted with a list of harmful activities 46 per cent admitted to undertaking at least one of them. For two years and counting, a sizeable proportion of businesses continue to underestimate their impact on the environment.

What business leaders can do

Realising your business’s true environmental impact is one thing. It’s also important to appreciate the business benefits of environmental management, including cost reduction, compliance with legislation, and the marketing benefits of going green (consumers are becoming increasingly interested in the green credentials of products and services). Such insights provide a strong business case for environmental management, which can be taken with confidence to your management team.

An assessment of environmental impact should include analysis of premises, business operations, products and services. Looking at business functions and processes, stage-by-stage, uncovers weaknesses that can be turned into opportunities to improve efficiencies. Identifying the nature and significance of specific environmental impacts also provides direction for environmental management.

But where do you start, exactly? This question, and more, can be answered by reading about environmental management systems, such as those available from the British Standards Institution. These systems provide stage-by-stage guidance to help assess, manage and continually improve business processes and activities. Reading the basics can help to take first steps in assessing your impact, creating an environmental policy, and proactively managing environmental issues. Committed businesses may also implement environmental management systems in order to obtain independent certification – a valuable way of attracting increasingly green-conscious consumers.

Leaders must lead

Last month we outlined eight principles for ‘sustained success’, one of which was a ‘system approach to management’, which means effectively managing processes and activities in line with objectives. If being green is an objective, management should work to define, implement and continually improve processes required to meet this objective. Management should also ensure that responsibilities for fulfilling objectives are clear. Without top-down commitment and direction, environmental policies may be forgotten, ignored, or lack the required resources, support and coordination.

That’s not to say the onus is solely on management. Business functions, such as HR, can play a role in the pursuit of greener business practices. And a bottom-up approach can be useful for conjuring up ideas on how to improve environmental efficiencies. Ultimately though – when it comes to environmental awareness and management – most businesses require their leaders to take the lead.

Flexible working

February 7, 2012 in People, HR with Comments Off

Research indicates that employees want flexible working, and importantly, that they may be prepared to pay the price for it. A survey from communications firm Avaya, which reflects the attitudes of more than 3,500 workers across Europe, found that 69 per cent of UK respondents would consider “some sort of reduction in their remuneration package in exchange for flexible working”, being on average prepared to sacrifice 11 per cent of its value. The survey also found that “85% of employees believe flexible working creates new jobs, keeps people in work and provides opportunities for them to get back into work”, and “67% believe flexible workers are happier and 51% think they are more productive”.

Another survey of workplace trends from the Confederation of British Industry and Harvey Nash, which received 704 responses from companies that collectively employ 3 million people, found that 45 per cent of employers have increased flexible working, and 24 per cent are considering increases. Further research from IRS Employment review found that from 80 firms surveyed “more than three-quarters of flexible working requests were granted at 75% of organisations”.

Andrew McGrath, commercial director at ntl:Telewest Business, said: “Companies under financial pressure can find it difficult to keep their staff motivated and loyal especially if wages and bonuses are frozen, but taking action to help them strike a better work-life balance can help remedy this.”

Putting aside the employee perspective and current financial pressures, is flexible working actually good for long-term business productivity and success?

Employees would likely answer yes, arguing that an improved work-life balance creates a more motivated and productive workforce. As Avaya’s study finds, 59 per cent of respondents believe the key motivators for take up of flexible working are “increased productivity and the desire to keep talented workers with family commitments in work”.

This message might ring true. An article from the Chartered Institute of Personnel and Development says: “flexible working has a positive impact on employee performance and helps to reduce stress, new research has found. The study of seven major blue-chip companies, including Microsoft, KPMG and Centrica, found that flexible working had a positive impact on both the quantity and quality of work produced by employees”.

A further long-term benefit could be an employer’s ability to recruit talent. Predictions from HR experts cite flexible working and green credentials as key factors for attracting talent in the future. Because of increasing employee demand, and the obvious benefits, flexible working options may one day be a business imperative.

Health, safety, wellbeing and fitness

February 7, 2012 in People, HR with Comments Off

What companies must do

Companies are legally responsible for the health and safety of employees, visitors to premises including customers or tradespeople, and any other people affected by the business and its products or services.

Key responsibilities include having a health and safety policy, carrying out an assessment of health and safety risks, and taking reasonable steps to control workplace hazards. Companies must also comply with other duties such as recording and reporting accidents, consulting with employees to ensure they understand their health and safety responsibilities, and meeting a legal duty of care for the occupational health and welfare of employees.

What we can all do

Firstly, employers and employees can work together to highlight and control workplace risks, and ensure health and safety policies are present, clear and understood. Doing so helps to ensure legal compliance and reduces the potential for workplace illness or injury.

Employers and employees could also work together to proactively improve workplace wellbeing. But why bother? The Chartered Institute of Personnel and Development estimates that the average absence cost per employee per year was £692 in 2009. And the British Heart Foundation says that firms promoting healthy, active workforces report lower absence rates, and other benefits too, from improved employee productivity, morale and retention, to positive effects on back pain, stress and mental health. Such benefits can lower per employee absence costs and boost productivity and employee satisfaction.

Practically speaking, companies could introduce initiatives such as: employee occupational health services to promote wellbeing, prevent illness or injury, and facilitate return to work; stress counselling; and support for giving up smoking. Beyond this companies could encourage more healthy and active workforces by pioneering employer-led schemes or supporting employee-led activities. There are a variety of options, from subsidised gym memberships to simple ideas like ‘Healthy Mondays’ where staff share healthy snacks, to setting up lunchtime walking groups or more involved sporting activities. To begin, British Heart Foundation recommends appointing a ‘champion’ to co-ordinate wellbeing activities – this person should: have management support; be aware of health and safety issues; ensure activities match up with employee interests and needs; and set up a group to help manage activities.

Employers have an opportunity to engage with employees and create initiatives that benefit both the business and its people, together creating healthier, happier and more active and productive workforces. This can be done cost-effectively, and any costs which are incurred could be offset through potentially lower absence costs and improved employee productivity and retention. So once you have the legal  basics sorted, why not explore what more you could do to create a healthier, happier workforce?

Tackling workplace disenchantment

February 7, 2012 in People, HR with Comments Off

The Economist recently reported that employee disenchantment with work is growing, partly due to the recession, and partly to “the drive to improve productivity, which is typically accompanied by an obsession with measuring performance”. So what can companies do to create a happier and more engaged workforce?

Pay attention to the human side of management

The Economist advises companies to “do more than pay lip service to the human side of management”. Managers should value the human dynamics important to their roles; factors such as open and strong communication, effective employee engagement, understanding and empathy for the employee viewpoint, and fair performance management.

Understand the employee viewpoint

One key practical step is figuring out the root cause(s) of employee disenchantment. Open up strong lines of communication between management and employees in order to understand workplace views, frustrations or anger. Use this intelligence to make judgements on how you can improve things.

Act on justified complaints

When workplace disenchantment is justified: commit to making changes. Reacting to and acting upon legitimate complaints positions you as a company that listens and cares about changing things for the better. A proactive approach also means employees are more likely to share their concerns and complaints in the future.

Manage expectations

If workplace disenchantment is unjustified, be clear with feedback to employees so that their expectations are managed effectively. Demonstrate that you have listened, but firmly explain the business’s perspective; explain why your point of view is justified. If employees understand your perspective they are more likely to respect it.

Be honest and clear

Bob Sutton from Stanford University suggests that companies should ‘come clean’ with workers, even in situations where there is bad news. He also says that in general business leaders must be clear with the signals they send out; ambiguous messages or out-of-turn phrases can quickly create anxiety and speculation among employees.

Handle poor performers

Targets and performance measures are important and often necessary, but when handling poor performers keep in mind the human perspective. Are skills gaps hitting performance? Could low morale, motivation or personal issues be to blame? Work together to understand the reasons, and work to improve things for both business and employee.

Work towards ongoing employee engagement

By creating ongoing feedback mechanisms for capturing and curing workplace disenchantment you can continually turn problems into positives, for the benefit of both the business and its employees. Such a ‘win-win’ culture is part of what fosters a truly engaged workforce.

Women in business

February 7, 2012 in Leadership, Management, People, HR with Comments Off

In 2009 the Guardian reported on research showing that financial funds managed by women fell in value half as much as funds managed by men during the financial crisis. A former partner at Goldman Sachs, who initiated the report, comments: “Where women are present at decision-making tables, the quality of those decisions improves.” A 2008 Cambridge University study of men on financial trading floors hypothesised that economic booms raise testosterone levels, leading to greater willingness to take risks, whereas crashes made men risk averse. A paper from the University of California added that in contrast women were found to make more consistent decisions in all types of situations.

Research by Catalyst analysed financial data and management gender breakdowns of 353 fortune 500 companies. Here’s what they found: “Companies with the highest representation of women on their top management teams experienced better financial performance than companies with the lowest women’s representation.” Catalyst explains that gender diversity provides companies with access to “a large part of the available talent pool” and ensures the inclusion of “individuals who reflect a substantial part of their consumer base”.

Researchers at McKinsey & Company selected “89 European companies with the highest level of gender diversity in top management posts”, and “then analysed financial performance of these companies relative to average for their sector”. Their findings: “There can be no doubt that, on average, these companies outperform their sector in terms of return on equity”. “These statistically significant studies show that companies with a higher proportion of women on their management committees are also companies that have the best performance.” Interestingly, McKinsey also found that companies with three or more women in top management functions score more highly than companies with no women at the top within the following business dimensions: work environment and values, vision, leadership, motivation, capability, accountability, and innovation.

Looking below the boardroom, London Business School found that “when work teams are split 50-50 between men and women, productivity goes up”. Commenting on the research, a Harvard Business article said: “Gender balance, the research posits, counters groupthink – the tendency of homogenous groups to staunchly defend wrong-headed ideas because everyone in the group thinks the same way.”

BRISTOL BUSINESS COMMUNITY LAUNCHES 2050 VISION

December 8, 2011 in Bristol, Economy, Environment, Ethics, People, HR, Policy, Legislation, Transport with Comments Off

A blueprint for Bristol’s development over the next 40 years has today been published.  The publication is the culmination of a two-year project known as Bristol 2050 and is thought to be the first of its kind in Europe.

Bristol 2050 has brought together business leaders from across the region, led by Business West.  Together they have looked past Bristol’s current overall prosperity and have discarded the very English penchant for the status quo – to test the boundaries, think boldly and keep growth concerns at the absolute forefront of future policy thinking.

The findings of the project have today been published in a hardback book, known as ‘High in Hope’, authored by Dr John Savage CBE and with contributions from influential town planner David Lock CBE.  Among its recommendations, High in Hope advises that up to 6,000 hectares of land may need to be developed by 2050 to deliver much needed jobs and houses.  It also seeks to address the need to create an efficient and comprehensive public transport system.

Other specific ideas seen as critical to the future growth and prosperity of the region include the development of an Avon Barrage, extending High Speed Rail to Bristol and a greater ability to levy local taxes and use the funds.

Commenting on the project, Dr Savage said:

“The Bristol region is already attractive to people and businesses but there is uncertainty about where it is going and why; there is no longer-term vision, no overall leadership, no sense of a shared direction.  By ensuring that the business voice is heard and championing Bristol as the place to do business and to live, we believe that we can achieve a tangible and improving return on public investment, with a significant increase in the gross domestic product of the city-region.  We must make a statement to both local and national government about the importance of the city region and the desire for change and strong leadership.”

Phil Smith, managing director of Business West said: “The book is only the beginning; the primary reason for publishing the 2050 vision now is to start a debate, raise aspirations and illustrate the benefits of long term strategic thinking.  We have involved the wider business community from the start of this project and for it to be a success there needs to be an ongoing debate and a continual flow of new ideas.  To facilitate this we’ve set up project groups and are encouraging the wider business community to participate and take ideas forward.”

Proposed cuts to Legal Aid: What impact will it have on business?

March 1, 2011 in People, HR with Comments Off

In 2010, Employment Tribunals increased by 25% and with Government plans to cut Legal Aid this will affect businesses in the South West, making mediation increasingly important in the business community.

What is mediation?

Mediation can be used as a possible solution by bringing in impartial professionals to help resolve disputes. This is where Mediation in Business can help.

Mediation in Business is a joint venture between GWE Business West and ADR Group and provides a complete resolution package to help family businesses resolve disputes with a specialised hybrid panel of expert mediators. These are highly qualified professionals with expert knowledge in family and business.

James Monk, Director of Commercial Services, GWE Business West said: “We are delighted to have joined forces with ADR Group to offer this service. Mediation in Business provides a source of unbiased information which could save you time and money, which is especially important in the current economic climate.”

The Ministry of Justice stated that National Audit Office figures on legally-aided mediation show the average time for a mediated case to be completed is 110 days, compared to 435 days for court cases on similar issues. Mediation is also often cheaper than going to court – data from Legal Aid cases show the average cost per client of mediation is £535 compared to £2,823 for cases going to court.

Find out more www.mediationinbusiness.co.uk

Page 1 of 212»